Dear Colleagues! This is Asrar Qureshi’s Blog Post #948 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to aq.pharmaveterans@gmail.com for publishing your contributions here.
Continued from Previous ……
KK asked the marketing team to make aggressive marketing campaigns which should not be very costly. In addition, he decided to increase the workload of the team and their managers.
He sent this notification to the entire team the same day:
To,
All Team Members,
X – Team
As you all know that the market has become very competitive and generating business growth requires a mix of innovative marketing and above average amount of working.
Effective immediately, I am going to take the following steps:
- I have asked the marketing team to design innovative and aggressive marketing campaigns urgently. These would be ready in a few days and shall be floated. You will execute these campaigns without changing anything, and with full zeal and zest. I shall personally monitor the execution and any laxity shall be dealt with severely.
- You will make the following changes to your work routine.
- More doctors shall be added to the calling list. Number of enlisted doctors shall be 180.
- Average number of calls per day shall be 16. If you are unable to complete calls quota on a given day, you will compensate it next day.
- Area managers shall spend 100% time in field with medical reps and ensure quantity and quality of calls.
- Zonal managers shall spend 90% time in field; 10% is for distributors handling and communication. AMs and ZMs shall work with separate team members to increase coverage.
- Distributors shall be required to keep 60 days stock instead of the present 45 days. Zonal managers shall ensure desired stocking and payments.
- New targets shall be sent on Monday. Achieving 100% target is compulsory.
Signed.
Business Unit Head
X – Team
KK felt good after sending this notification and muttered to himself, “all of them are lazy, should be kicked in the xxx.”
As soon as the notification reached the team, couple of zonal managers called the senior SPM. They complained that they had a totally different impression after their earlier discussion; the poor guy had to make up something to pacify them because he did not want to say anything negative about the BUM.
As ordered, the marketing team brought in draft of four campaigns to KK in two days. KK reviewed, accepted two and rejected two, and asked them to redo the rejected ones and make more. He also asked the SPM to check and confirm about the enlistment of more doctors and making of more calls. The first campaign included wearing shirts and caps with products’ names printed on them. These articles were ordered for urgent delivery and dispatch within one week. KK followed it many times every day.
The shirts and caps were couriered to team, and they were asked to wear these every day everywhere. Only one shirt was provided so they were asked to wash it every day if needed. They were also asked to send pictures from work locations to confirm that they were wearing the shirts and caps. Number of doctors was increased, and calls were increased too.
The second campaign was about sitting for one hour each in two outdoor clinics and ensure that more prescriptions are issued.
KK established a ‘War Room’ in the office which would collect information at least three times a day: in the morning for the last evening, during midday about the morning work, and in the afternoon to know the evening plans. Everyone in the office and field was running, with KK following every moment. KK already had good energy, and his excitement and power intoxication made him even more energetic. He pursued everyone relentlessly.
In came the first month results; the market sales had increased by 15% and distributor sales had increased by 20%. KK was euphoric. He wanted to go to his boss immediately and share the great news with him, but the boss was on annual leave and had gone abroad with family. KK had the good sense of not disturbing him at that time, but he could barely keep his excitement. He told his entire office team about the magic he had created. As it happens, there are always some unduly pleasing, flattering people in every office, they most vocally praised KK and told him only he could do it with his intelligent moves and powerful energy. They told him that new history was being written and KK is the role model for the whole organization. KK bloated with flattery and pride. When alone, he swore against the lazy, good-for-nothing managers, and vowed to push them more.
A week later, the boss returned. KK wanted to see him right away, but he asked him to wait. In the same afternoon, the boss called him to his office. KK went excitedly, preparing his powerful opening statement. KK found upon entering that the heads of production, supply chain, and finance were also sitting there. KK wanted to believe that they had been invited to share the good news, but their looks were not good. The DM nodded him to sit down.
The boss started, “KK! These gentlemen have raised some serious concerns. It is better you hear them out directly”. He indicated them to speak one by one. The supply chain head said, “Mr. KK! You increased the stock level of distributors from 45 to 60 days, which is a 33% increase. You neither consulted us for a major policy change in distribution, nor you informed us about additional requirement of stock. The result is that the distributors are complaining of undue stock pressure, and we are unable to arrange stocks on such short notice. We do not change distribution policies without discussions and due approval from all stakeholders.” The head of production added, “Yes, there is no way this could be done. We make production plans and material requirements at the beginning of the month. Urgencies can be managed through various measures, but this was not an emergency. It was a policy change which should have been communicated to us at least 60 days before implementation.” Head of finance was even more critical, “KK! You must understand that the biggest expense head is always stocks which includes production-related materials in the warehouse and in transit, goods-in-production, finished goods, and goods-in-transit. Any change impacts finance seriously. You cannot make such moves without consultation, and approval.” “But we sold more stock and brought more money” KK said haltingly. “Looks like you do not understand the finance working at all” the head of finance was harsh.
The DM started to conclude. “KK! The points raised by these gentlemen are relevant and important. Policies about distribution can only be changed with my approval, which you did not seek. It is a major violation. Keeping the supply chain, production, and finance in loop before embarking upon a major initiative is mandatory. You may go now.” He dismissed the others also. KK was deflated and dejected and furious, all at the same time.
Few minutes later, the DM called KK again. He was calm and polite. He asked KK to brief him about the developments that might have happened during his absence. KK felt good and started sharing what he had done. He was slow at first, but then became more animated. The DM listened with full attention and at the end made only one comment. “We need to see how these actions unfold over the next three months” he said.
KK was perplexed but did not dare ask.
We shall see what happens next in the next blogpost.
To be Concluded……
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